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Prevent the Objection, “Not Interested.” Strategy 3 of 6

Objection 1 of 85: Not interested . When does it usually occur? Initial contact. Probable Cause: Prospect does not believe a need exists. Objective: Establish a need. Prevention Strategy three of six: Use your Unique Selling Point (USP) Features to call your prospect’s attention to solutions (Advantages and Benefits) they would want or need, oriented toward their decision-making role.  For example, you might say on initial contact, “The reason I’m calling is that I’d like to get you some written information about how our company has solved some costly and critical issues related to ___, ___, and ___ (USPs). Is now a good time to quickly verify some information (slight pause), or do you want to set a phone appointment for later today?” Resources: This blog's content comes from Chapter 6: Strategies Specific to Each Objection in the Objection Free Selling book. See blog #8 related to how to conduct a Competitor Analysis to identify the objections you'll get, how

Prevent the Objection, “Not Interested.” Strategy 2

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Objection 1 of 85:  Not interested . When does it usually occur? Initial contact. Probable Cause: Prospect does not believe a need exists. Objective: Establish a need. Prevention strategy two of six:  During your pre-call planning step, during your sales interviews look for information that would suggest an obvious need you can fill that your competitor cannot. Let your Unique Selling Points (USPs) guide your exploration. Use those areas as your topics of conversation. Research the prospect's products and services:  How can your USPs make them better? How can you competitively advantage them? Research the prospect's critical processes: How can your USPs impact how they make their money? Map their workflow processes to identify how you can help them increase profitable revenues, decrease costs, strengthen image, and reduce risks.  Research the prospect's business plan: Uncover how your USPs can support their strategic initiatives, goals, MBOs, buying cycles, and so on. M

Prevent the Objection, “Not Interested.” Strategy 1

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Objection 1 of 85: Not interested . When does it usually occur? Initial contact. Probable Cause: Prospect does not believe a need exists. Objective: Establish a need. Prevention Strategy one of six: A need is a gap between where the prospective customer is now and where they want to be, or it is the gap between a problem and a solution. Therefore, the overall strategy is to establish needs by creating the gaps. The needs you want to establish are those met by your Unique Selling Points (USP). Consider what your USP does; the function it performs. If this function is not being performed, what do you see (or not see)? What does not having this function performed the way your USP can perform it, cost the customer?  Lead them with questions so they can discover they don’t have your USP and because they don’t have that function performed, it costs them real money out of a real budget. Resources: This blog's content comes from Chapter 6: Strategies Specific to Eac

General Strategy to Negotiate Unanswerable Objections

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The primary source for the objections you get come from your competitors' strengths. So, when you're conducting or updating your competitor analysis, it's not uncommon to come across competitors' strengths that are difficult to neutralize using a similar strength you can offer. Objections you cannot directly neutralize (yeah, we do that too), become the "unanswerable" objections. To counter the weight of these objections, you'll need to identify which of your Unique Selling Points the customer would take to offset this competitor's specific strength. Like a balance scale, you have to continue adding your USPs to your side until the value they bring tips the scale in your favor. How To: All the trade-off negotiation "phrases of persuasion" are based on some combination of the "either-or" questions or the "this or that" type questions. For example, "Do you want this (something you can't provide) or that, tha

General Strategy to Respond to Objections

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Sometimes you get objections before you can prevent or preempt them. Other times, with new products or services, you intentionally blunder forward to collect objections so that you can understand how best to prevent and preempt them. It's also true that the prospect may have a question or concern rather than an actual objection. In this case, the way in which you would handle these questions or concerns is the same way you would respond to it as though it were an objection. That's convenient. When a person objects, it usually is powered by some unfavorable emotion. The stronger the emotion, the less access they have to the reasoning or logic part of their brain. For a response to be accepted, you'll first need to defuse the emotion. Four Steps Common to all Responding Strategies Listen Transition Answer Confirm 1. Listen The secret to responding to objections, answering questions or concerns, and offering suggestions during problem solving is to earn your right to

General Strategy to "Preempt" Objections

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Your Competitor Analysis tells you where your competitors are strong and that those strengths can become objections. The Competitor Analysis also helps you identify how to neutralize each of these strengths. When that's not possible, you're going to get objections, spoken or not. If you are unable to prevent it from happening, your next best strategy is to preempt it. You preempt objections by bringing them up when it's most advantageous for you to address them and then close on the answer you provided. The most effective way to do this is to structure your answer within a transition sentence. Transition Sentences Most people are unwilling to change their minds but are willing to make a new decision based on new or redefined information. With transition sentences, you can:  Support without agreeing. Help them save face. Prevent arguments. Pull rather than push (Judo strategy). Prepare them to receive new information. Examples "Before we go too much furt

Find the Needs only you can fill

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Look at each of your top competitors, and for each one, identify where you’re strong, the competitor is weak, and the customer has needs. These are your Unique Selling Points (USPs).  After conducting about a dozen or so of these competitor analyses, you'll begin to find at least three to five Unique Selling Points you can apply consistently to most sales situations. Types of Needs to meet Functional Needs: What your product or service does. Business Needs: All businesses have these four needs: Increase profits, Lower costs, Strengthen Image, and Lessen Risk (internal and marketplace) Human Needs: Individually or in combination: Money Needs, Safety Needs, Esteem Needs, and Pleasure Needs. Areas to explore for these needs include Prospect’s products and services: How can your Unique Selling Points make them better. Prospect’s critical processes: How your Unique Selling Points impact their ability to make money. Prospect’s business plan: How your Unique Selling Points sup